ta 1 July 2016-30 June 2017 Corporate Governance Attestation Statement for Cover page
1 July 2016 30 June 2017 41. ICKW CORPORATE GOVERNANCE ATTESTATION STATEMENT CANCER INSTITUTE The following corporate governance attestation statement was endorsed by a resolution of the Board of the Cancer Institute at its meeting on [inzamtziate]. c9o% tcvvavs7 4.1011 The Board is responsible for the corporate governance practices of the Cancer Institute. This statement sets out the main corporate governance practices in operation within the organisation for the 2016-2017 financial year. A signed copy of this statement is provided to the Ministry of by 31 August 2017. Signe an orrs lemma C air ers. n Date a9.cf Professor David Currow Chief Cancer Officer and CEO Date 21(02 Page 1 of 8
1 July 2016-30 June 2017 ati* STANDARD 1: ESTABLISH ROBUST GOVERNANCE AND OVERSIGHT FRAMEWORKS Role and function of the Board The Board carries out its functions, responsibilities and obligations in accordance with the Cancer Institute (NSVV) Act 2003 and the determination of function for the organisation as approved by the Minister for. The Board has in place practices that ensure that the primary governing responsibilities of the Board are fulfilled in relation to: A B C D E F Ensuring clinical and corporate governance responsibilities are clearly allocated and understood Setting the strategic direction for the organisation and its services Monitoring financial and service delivery performance Maintaining high standards of professional and ethical conduct Involving stakeholders in decisions that affect them Establishing sound audit and risk management practices. Board Meetings For the 2016-2017 financial year the Board consisted of the Chief Executive Officer, Chairperson and between 8 and 10 members appointed by the Minister for. The Board met four times during this period. Authority and role of senior management All financial and administrative authorities that have been delegated by a formal resolution of the Board are formally documented within a Delegations Manual for the Organisation. The roles and responsibilities of the Chief Executive Officer and other senior management within the Organisation are also documented in written position descriptions. Regulatory responsibilities and compliance The Board is responsible for and has mechanisms in place to ensure that relevant legislation and regulations are adhered to within all facilities and units of the Organisation, including statutory reporting requirements. The Board also has a mechanism in place to gain reasonable assurance that the Organisation complies with the requirements of all relevant government policies and policy directives and policy and procedure manuals as issued by the Ministry of. Page 2 of 8
1 July 2016-30 June 2017 :At STANDARD 2: ENSURING CLINICAL AND CORPORATE GOVERNANCE RESPONSIBILITIES ARE CLEARLY ALLOCATED AND UNDERSTOOD N/A STANDARD 3: SETTING THE STRATEGIC DIRECTION FOR THE ORGANISATION AND ITS SERVICES The Board has in place strategic plans ( Cancer Plan) for the effective planning and delivery of its services to the communities and individuals served by the Organisation. This process includes setting a strategic direction for both the Organisation and the services it provides within the overarching goals and priorities of the State Plan. Organisational-wide planning processes and documentation is also in place, with a three to five-year horizon, covering: a b c d e Asset management - Designing and building future-focused infrastructure Information management and technology - Enabling e Research and teaching - Supporting and harnessing research and innovation Workforce development - Supporting and developing our workforce Aboriginal Action Plan - Ensuring health needs are met competently STANDARD 4: MONITORING FINANCIAL AND SERVICE DELIVERY PERFORMANCE Role of the Board in relation to financial management and service delivery The Board is responsible for ensuring compliance with the Accounts and Audit Determination and the annual Ministry of budget allocation advice. The Board has approved, and has in place, systems to support the efficient and economic operation of the Organisation, to oversee financial and operational performance and assure itself financial and performance reports provided to it are accurate. The Chief Executive Officer ensures that the financial and performance reports provided to the Board and those submitted to the Ministry of are accurate and that relevant internal controls for the organisation are in place. To this end, the Chief Executive Officer certifies that: The financial reports submitted to the Ministry of represent a true and fair view, in all material respects, of the Organisation's financial condition and the operational results are in accordance with the relevant accounting standards. The recurrent budget allocations in the Ministry of 's financial year advice reconcile to those allocations distributed to organisation units and cost centres. Overall financial performance is monitored and reported to the Board and its Audit and Risk Committee. All relevant financial controls are in place. Creditor levels comply with Ministry of requirements. Page 3 of 8
1 July 2016 30 June 2017 Write-offs of debts have been approved by duly authorised delegated officers. The Public Organisation General Fund has not exceeded the Ministry of approved net cost of services allocation. The organisation did not incur any unfunded liabilities during the financial year. The Financial Controller has reviewed the internal liquidity management controls and practices and they comply with Ministry of requirements. The Audit and Risk Committee of the Board periodically received and has reviewed the above during the financial year. Service and Performance A written Service Compact was in place during the financial year between the Organisation and the Secretary,, and performance agreements between the Board and the Chief Executive Officer, and the Chief Executive Officer and all Executive Service Members employed within the organisation. The Board has mechanisms in place to monitor the progress of matters contained within the Service Compact and to regularly review performance against agreements between the Board and the Chief Executive Officer. The Audit and Risk Committee The Board has established an Audit and Risk Committee to assist the Board and the Chief Executive Officer to ensure that the operating funds, capital works funds, resource utilisation and service outputs required of the organisation are being managed in an appropriate and efficient manner. The Audit and Risk Committee is chaired by Mr Todd Davies and comprises Mr Todd Davies, Mr Greg Rochford and Mr Michael Still. The Chief Executive Officer attends all meetings of the Audit and Risk Committee unless on approved leave. The Audit and Risk Committee receives regular reports that include: Divisional financial performance Year to date and end of year projections on capital works Outcome of internal audits Letters to management from the Auditor-General, Minister for, and the Ministry of relating to significant financial and performance matters are also tabled at the Audit and Risk Committee. Page 4 of 8
1 July 2016 30 June 2017 tbal STANDARD 5: MAINTAINING HIGH STANDARDS OF PROFESSIONAL AND ETHICAL CONDUCT The has adopted the Code of Conduct to guide all staff and contractors in professional conduct and ethical behaviour. The Code of Conduct is distributed to, and signed by, all new staff and is included on the agenda of all staff induction programs. The Board has systems and processes in place to ensure the Code is periodically reinforced for all existing staff. Ethics education is also part of the Organisation's learning and development strategy. The Chief Executive Officer, as the principal officer for the organisation, has reported all known cases of corrupt conduct, where there is a reasonable belief that corrupt conduct has occurred, to the Independent Commission Against Corruption, and has provided a copy of those reports to the Ministry of. For the reporting period the Organisation reported no cases of corrupt conduct. Policies and procedures are in place to facilitate the reporting and management of Public Interest Disclosures within the organisation in accordance with state policy and legislation, including establishing reporting channels and evaluating the management of disclosures. For the reporting period the Organisation reported two public interest disclosures. Page 5 of 8
1 July 2016 30 June 2017 atilt STANDARD 6: INVOLVING STAKEHOLDERS IN DECISIONS THAT AFFECT THEM The is committed to ensuring that people affected by cancer are involved in cancer control, consistent with the National Framework for Consumer Involvement in Cancer Control that was developed by Cancer Australia and its own Community and Consumer Engagement Framework (December 2014). The draws on Community and Consumer Advisors for representative views on a range of issues and projects. The development of the current Cancer Plan (launched in April 2016) involved extensive consultation with more than 1000 individuals, including people affected by cancer, community members, leaders in cancer control and health professionals, as well as many government and non-government organisations. This was achieved through workshops, small group consultations, individual consultations and a public consultation process. A yearly report on achievements against the Cancer Plan is published on the Cancer Institute website. The has invested in the upgrade and refinement design of its website, to make it more accessible and easier to navigate. Information on the key policies, plans and initiatives of the Organisation and information on how to participate in their development are available to staff and to the public at www.cancerinstitute.org.au. STANDARD 7: ESTABLISHING SOUND AUDIT AND RISK MANAGEMENT PRACTICES Role of the Board in relation to audit and risk management The Board is responsible for supervising and monitoring risk management by the Organisation and its facilities and units, including the Organisation's system of internal control. The Board receives and considers all reports of the External and Internal Auditors for the Organisation, and through the Audit and Risk Management Committee ensures that audit recommendations and recommendations from related external review bodies are implemented. The organisation has a current Risk Register and Risk Management Plan, in line with the Risk Management Framework. All known risk areas are covered, including: Leadership and management Finance (including fraud prevention) Information Management Workforce Facilities and asset management Emergency and disaster planning Community expectations Page 6 of 8
1 July 2016 30 June 2017 Audit and Risk Management Committee tat The Board has established an Audit and Risk Management Committee, with the following core responsibilities: to assess and enhance the Organisation's corporate governance, including its systems of internal control, ethical conduct and probity, risk management, management information and internal audit; to ensure that appropriate procedures and controls are in place to provide reliability in the Organisation's financial reporting, safeguarding of assets, and compliance with the Organisation's responsibilities, regulatory requirements, policies and procedures; to oversee and enhance the quality and effectiveness of the Organisation's internal audit function, providing a structured reporting line for the Internal Auditor and facilitating the maintenance of their independence; through the internal audit function, to assist the Board to deliver the Organisation's outputs efficiently, effectively and economically, so as to obtain best value for money and to optimise organisational performance in terms of quality, quantity and timeliness; and to maintain a strong and candid relationship with external auditors, facilitating to the extent practicable, an integrated internal/external audit process that optimises benefits to the organisation. The Organisation completed and submitted an Internal Audit and Risk Management Attestation Statement for the 12 month period ending 30 June 2017 to the Ministry without exception. The Audit and Risk Management Committee comprises three independent members, including the Chairperson, and met on six occasions during the financial year. Page 7 of 8
1 July 2016 30 June 2017 QUALIFICATIONS TO THE GOVERNANCE ATTESTATION STATEMENT Item: Qualification A Service Compact between the Secretary of the Ministry of and the Cancer Institute was developed for 2016-2017. The Compact sets out the functions, agreed work plan, service and performance expectations and funding for the. Progress The Chief Executive Officer and the Director Screening & Prevention met with the Ministry of to review the progress of the Compact in May 2017. Remedial Action Nil Professor David Currow Chief Cancer Officer and CEO Page 8 of 8